The chart is a guide rather than an absolute – feel free to modify.docx

The chart is a guide rather than an absolute – feel free to modify
or adjust it as need to fit the specific ideas that you are
developing.
Area: SALES
Specific Change Plans for Functional Areas
Capability Being Addressed
This can be pulled from the strategic proposal recommended in
Part 2B
How do the recommended changes (details provided below) help
improve the capability?
This is a logic "double check". Be sure you can show how the
changes recommended below improve the capability and help
address the product and market focus and add to
accomplishment of the value proposition

Details of Specific Changes:
Proposed Changes in Resources
Proposed Changes to Management
Preferences
Proposed Changes to Organizational
Processes
Detailed Change Plans

(Lay out here the specifics of all recommended changes for this
area. Modify the layout as necessary to account for the changes
being recommended)
Proposed Change
Timing
Costs
On going impact on budget
On going impact on revenue

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THE ENVIRONMENT/INDUSTRY
1. Drivers of change
Key drivers of change begin with the availability of
substitute products. Many
other
companies can easily provide a substitute and the firm will have
to find a way to
stand
out among them. Next would be the ability to differentiate
yourself among other
firms
that pose a threat in the industry. Last, the political sector.
The the federal, state,
and local governments could all shape the way healthcare is
everywhere.
2. Key survival factors

Key survival factors would include making the firm stand out
above the rest in the
industry and creating a name for itself. Second would be
making sure there is a
broad
network of providers available for the customers. Giving the
customer options
will
make the customer happy. Providing excellent customer service
is key to any
firm in
the industry.
3. Product/Market and Value Proposition possibilities
Maintaining the use of heavy discounts will keep Careington
in the competitive
market. They also concentrate on constantly
innovating technology to make
sure that
they have the latest devices to offer their customers. To have
high value proposition, Careington
will need to show their costumers that they can believe in them
and trust them to
do the right thing. Showing the customers that they can always
be on top of the
latest
technology and new age products will help build trust with the
customers.

STRATEGY OF THE FIRM
1. Goals
Striving to promote the health and well being of their clients
by continuing to
provide
low cost health care solutions. A lot of this concentration is on
clients that cannot
afford health care very easily or that are uninsured.
2. Product focus and market focus
Market focus has always been providing the low cost products
no matter if it is an
individual or corporation. The products include dental care,
laboratory services,
nursing services, alternative health and medicine, and diet and
weight loss
solutions.
3. Value proposition
Always providing low cost health care and providing products
and services
beyond the
norm for health care, Careington has created high value within
their clients.
4. Core Activities
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Providing everything from health care solutions to everything
in between
including
care for the customers pets, financial needs, counseling, and
much more.
Careington
provides much more than just based health care. They go
beyond the basics to
cover
every aspect of the customers needs.
ORGANIZATIONAL CAPABILITIES OF THE FIRM

1. Noticing at all times that the customer is always looking to
save money when
subscribing to their services.
2. Striving to make sure that they can offer the best customer
service in the market.
This comes from sales services to after-sales service to
customer service for existing
customers.
3. Always investing in ways to create a product that can be
offered at discount prices
and packaging plans to save the customer money.
PERFORMANCE OF THE FIRM
1. Financial Performance
Careington Company has estimated annual revenue of $19.9
million. The company
employs a workforce of 51 and 200 professionals. The company
uses its finances equitably
among its various operational sectors. Most of the company’s
finances are directed towards
realization of projects which helps it achieve its goals and
objectives. In order to maintain a
strong motivated workforce, the company operates a reasonable
remuneration system for its
workers. The company has had a reasonable financial record
over the years with accurate record
keeping and accountability in all its sectors (United States,
2006).

2. Market Performance
The company has entered into a contract with Metropolitan Life
Insurance Company, Inc.
to provide a free discount prescription card via MetLife’s
United States Sponsored Direct
business network. This is a sales channel which partners with
sponsors in order to provide their
clients or members with simple, cheap products which meet the
requirements of the United
States market. The company is able to do business with other
business partners of MetLife
through the agreement. These other businesses include financial
institutions, loyalty clubs,
associations, as well as publishers (A.M. Best Company, 2003)
The company provides cheap solutions to more than eight (8)
million people who are
members of the company. It has over 196, 000 dental access
points and provides one of the
biggest in depended provider panel in the U.S. As the holder of
the industry’s biggest provider
networks, the company is usually called upon to work directly
with a number of most treasured
PPOs, HMOs, as well as national insurance corporations (United
States, 2006).
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3. Organizational Health
The company’s solutions are designed to help and complement
traditional health
insurance and give significant savings for those individuals who
are uninsured or are under-
insured. It also provides the healthiest cost reduction twice or
thrice bigger than majority of
dental services companies in the country (United States, 2006).
With over eight million satisfied individuals and growing, the
company has strategically placed
itself to become the most creative and innovative dental partner
in the United States of America.
Regardless of whether you are a small worker group or a big
self-sponsored organization, the
company will customize a dental program particularly for you.

The company, in fact, asks the
client to participate in designing the program. Careington has
the ability to even package
ancillary services like prescription and vision drug discounts
with the client’s dental program
(A.M. Best Company, 2003)
The discount prescription cards provided by the company
though its partnership with
MetLife frees of charge enables design members as well as their
families to pay a discounted
amount at the place of service for name-brand as well as generic
prescriptions at broadly
participating pharmacy sites all over the country, including
independent as well as local
neighborhood dispensaries. MetLife sponsor customers simply
who must simply agree to provide
free descriptions discount cards and Careington shall then
distribute the cards to all customer
members who are participating (United States, 2006).
2. ORGANIZATION AND ANALYSIS
a. The Strategy ßà Environment Link
Compare the drivers of change and key survival factors of the
environment with the
strategy components of the firm. Identify:
● Where, if at all, there is a good fit between environmental
demands and the firm’s
strategy. That is, identify how the strategy does a good job of
addressing/responding to specific drivers and/or KSF.
▪ The Firm has made a good fit for itself in the environment
because the

environment is full of consumers that are under or uninsured
and that is
the perfect market base for Careington. Carington has made
adaptations to
the environment by responding to the need for individual
consumer
suplementation as well as Business needs.
● Where, if at all, there is a misfit between the environmental
demands and the
firm’s strategy. That is, identify how the strategy does a poor
job of
addressing/responding to specific drivers and/or KSFs
▪ There may be a gap between Careington’s current strategy and
the
technology race that has flooded the country. Their website
doesn’t pull
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on google unless you ask specifically for “Careington”. That
could be a
possible place that they loose business.
● Where there are potential future misfits (given current
industry trends). That is,
identify where the strategy is likely to fall short of
addressing/responding to
specific drivers and/or KSFs in the future
▪ There may be a gap in the marketing sector. They have built a
good brand
and need to be able to get their name out to the potential
individual
customers rather than focusing all of their energy on B2B.
b. The Strategy ← → Org.s Capabilities Link
Now look inside the firm and compare the package of Org.
Capabilities created by
Resources, Management Preferences, and Organization with the
strategy components of
the firm. Identify:
● Where, if at all, there is a good fit between the org.
capabilities of the firm and the

firm’s strategy. That is, show how the capabilities support
specific aspects (value
proposition, goals, etc.) of the firm’s strategy
▪ There is a good fit between the organizations customer
capabilities and the
strategy. Customer service is important to the company and
they show
that through their Member services department’s support of the
customers.
● Where, if at all, there is a misfit between the org. capabilities
of the firm and the
firm’s strategy. That is, show how the capabilities fail to
support specific aspects
(value proposition, goals, etc.) of the firm’s strategy
▪ The place that there is a misfit between the strategy and the
capabilities is
in their provider portal. They could utilize this instrument
much more
efficiently.
▪ Management decisions to improve communications to the
outside. Public
relations needs to get the name out in the open.
● Where there are potential future misfits (given current trends
within the firm).
That is, show where/how the capabilities may fail to support
specific aspects
(value proposition, goals, etc.) of the firm’s strategy in the
future
▪ There is a potential for future misfits in their innovative
capabilities. They

have a good network now, but in the future they will need to be
able to
more technologically advanced to serve the providers and
members better.
c. Firm Performance and Strategic Gaps
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Theory and empirical research inform us that firm performance

is closely related to the
firms position vis-à-vis the criterion of consistency. That is,
the better the fit among the
three components of in the criterion of consistency framework,
the better is the firm’s
performance.
Review the results of your “fit” analysis and attempt to
document how the fits/misfits
identified in your analysis may explain the achievements or
lapses in firm performance
on one or more of the three dimensions: financial performance,
market performance and
organizational health
The presence of fits and misfits within an organization can have
a substantial influence
on Careington’s financial performance, market performance,
and it’s organizational health.
Though successful they still continue to improve their market
performance and organizational
health. Currently, Careington has been working hard to not
only retain but also expand their
market share as well as build and sustain a more competitive
advantage in the market place.
Careington has used several successful approaches to maintain
its competitive advantage over its
competitors. One way they keep a competitive advantage over
competitors is by offering deep
discounts with a reliable network, they do this getting low
discounts then negotiating lower
discounts which makes it difficult for competitors to compete
with them. Another way
Careington provides excellent service is by building, nurturing
and maintaining a good
relationship with their service providers. They do this by having
staff dedicated to taking care of

different issues with members and their providers. Careington is
also good at complying with
the strict licensing guidelines. they do this by making sure they
are up to date with the most
current legislation and keeping up with the state regulatory
requirements. Their main focus and
strongest competitive advantage is to keep a strong and
enduring relationship with their B2B
customers. They maintain this strong by having face to face
meeting, as well as networking
rather than the traditional efforts of marketing and promotions.
By them going through all this
trouble to maintain a good relationship with their providers and
clients, while still offering a
good product for a low price this helps them increase not only
their market performance and
organizational health but help them increase their financial
performance.
On the other hand, with the the discounted health care plan
market competition rising,
differentiating the selves from consumer is key to success for
Careington. Careington currently
suffer from low awareness of their company and products. they
also lack the technology to stay
competitive with the rising popularity of telemedicine. The also
prefer to improve all their other
aspects of their company rather than improving their brand.
Since the current market is trending
to a more individual model, Careington is looking into entering
that potentially profitable market.
They also would like to continue to increase customer
awareness of their discount products
through face to face meeting, and networking. They recognize
that they are in need of mass

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marketing to reach a larger segment so people know about what
they have to offer. Their fears of
mass marketing are that their ROI won't be high enough to
cover what their going to be spending
on mass marketing since it tends to be very expensive. Another
one of their fears is that they
don't know exactly what their customers use their discounts for
since they don't require their
providers to them with data, which makes it harder for them to

figure out who and what they
should target. If they keep lacking at awareness, with the rise in
competition they are bound to
lose their good market performance and organizational health,
as well as a decline in their
financial performance.
3. CONCLUSIONS AND RECOMMENDATIONS
Given the above, answer the following questions:
a. Overall FIT and Symptoms: Taken together, how do you see
the overall alignment
among the elements of the “criterion of consistency”? That is,
is there a good fit, an ok
but weakening fit, a poor fit, a really bad fit, etc.? Be sure to
explain WHY you believe
this is the case. Next, refer back to your assessment of firm
performance and show how
this fit (or lack of fit) is reflected in the performance of the
firm. That is, can the
“symptoms” of underlying problems (e.g., decreasing sales or
market share, poor
profitability, disgruntled employees, etc.) identified in your
analysis of the firm’s
performance be traced to specific strategic “fit” problems?
b. Selecting the Most Significant Issues Facing the Firm:
Based on the fit/misfit identified above, highlight the areas that

you see as the biggest
issues/problems. That intent here is to move beyond the
symptoms identified through
performance and other previous analysis above to reveal the
underlying causes that the
firm must address. That is, what is causing the symptoms (e.g.,
decreasing sales or
shrinking market share, poor profitability, disgruntled
employees, etc.) that were
identified above? Where possible, these causes should be
expressed in terms of the
alignment (or misalignment) between specific strategy
components and specific aspects
of the environment and/or org. capabilities (e.g., the
product/market focus is no longer
appropriate for the environmental conditions of … because; the
… org. capabilities do
not support the value proposition because ..., etc.).
Technological/innovative growth overtaking many of the
services provided in Careington’s
industry, reducing value of their particular service by
replacement with technology.
Need for an increase in business or else will flat compared to
competitive alternatives-
hesitance in mass-marketing (a weaker part of their strategy)
could result in inability to
surpass growing competition and lose customer basis.
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c. Project Future Performance of the Firm Given the Challenges
identified in “a’ and
“b” above:
Given your descriptions of this “current state” of the firm, what
would you expect
performance to be like in the next few years if they do not make
any changes to their
strategy and/or operations? Undertake the following:
I. Briefly describe the likely future state of the firm in words,
showing where/how the
issues identified above are likely to affect the actions and

outcomes of the firm.
In the future, Careington is likely to continue to experience
growth similar rates as
the past, per indications in the steady growth rates. 5 years from
now, however, they
might experience a static or smaller rate of growth, because the
industry which it
performs is growing in competitiveness and Careington is not
showing in their
financials any action to improve the rate of growth which it
falls align to.
-Issues (listed above) likely effect on the future outcomes and
actions:
II. Use techniques taught in earlier classes (e.g., accounting,
finance, marketing, etc.)
to project a 5-year pro forma income statement that assumes a
logical progression
of the firm’s current strategic fit and performance levels.
Specifically, do the following:
● Use a 5-year timeframe
● Use the common-size (sometimes called “vertical analysis”)
technique/tool to
project the performance of the firm over the next five years,
assuming that (a) it
makes no changes to its current strategy or capabilities and, (2)
industry changes
will occur in the direction predicted by you in Part-1A of the
SBI process
● Provide this projection, in a table, and on a single page
● Use additional sheets (if needed) to identify the “base
components” line

item used in the computations of other line items, any
assumptions made,
and any clarifications that are deemed necessary
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Like mentioned before, Careington is likely to keep
experiencing steady growth at similar rates
as in previous years. A trend projection analysis was performed
using a regression line (Sales
Revenue = 123.56 + 17.65*Period) taking in count sales revenue
for the past three years and any
expected industry changes that could occur in the following five
years.
PART 2-B
SELECTING A NEW STRATEGY
In the previous steps, you evaluated the current fit in the
company and, in doing so, highlighted
the major issues/problems faced by the firm. Your task now is
to generate and evaluate possible
solutions. Given your previous work, you probably have a
number of ideas of what the company
“could do”. Note that this is very different from what they
“should do”. Following the
process outlined below will help you move from generic
“coulds” to justifiable “shoulds”.
1. DATA COLLECTION
This is where you can collect all your ideas, new and old, about
what the company could do.
Try to brainstorm here, being open and not rejecting things at
this point. The intent is to get

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all of the ideas out on the table, and the only caveat is that the
ideas be directed at solving the
issues/problems addressed in the previous step. However, do
try to channel your thinking
into two broad categories:
Strategic Adjustments: These are changes in strategy
components (goals, product

focus/market, focus, value proposition and core activities) that
the
firm could consider
Focus the company on getting the name out to potential
individual consumers.
Technological advancement to the current technological era.
Capability Changes: These are changes in org. capabilities that
the firm could consider to
address the strategic adjustments proposed (above) by you.
They could add more strength to their marketing department.
Right now Marketing is left
to each department. They need to emphasize marketing the
Careington brand as well as
marketing to the business customers.
2. ORGANIZATION AND ANALYSIS OF DATA
With all the ideas on the table, you now need to sort through
and organize them into at least
two viable strategic proposals (you are welcome to do more than
two if you want). For each
proposal, you need to document the following:
a. Describe the specific changes in strategic components being
recommended
b. Clearly explain how and why you believe the proposal
addresses the major

issues/problems facing the company
c. Describe, in general, the changes to the current capabilities
that need to be made so that
the firm can successfully implement its new strategy
d. Identify (at least broadly) the impact that all these changes
would have on both the
revenues and expenses of the company. .
Note: While there can be some overlap in the two proposals,
they need to be unique in
substantive ways.
Proposal-1
a. Mass Marketing on a smaller scale (B2P focus)
b. Targeted Social Media ads, Radio ads, Billboards, etc.referral
systems
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c. Switch the focus from B2B to B2C while creating a new
“Intro Portal” to capture clients.
Also building a more complete marketing department that
includes corporate level
executives to monitor and promote the new programs.
d. There will be a large upfront cost of capital for the cost of
the advertising, but the
exposure of return will give at least a 10% ROI, helping to
significantly grow the B2C
portion of the company.
Proposal-2
a. Build a second office on the west coast for Recruiting in

major markets.
b. Some west coast states, namely California, want easier access
to the company.
c. Switch the focus from B2B to B2C
d. Big up front expense but saving on travel expenses. More
direct contact with the
customers will bring in more revenues.
3. CONCLUSIONS AND RECOMMENDATIONS -
STRATEGIC CHOICE
Now you must make a choice between your proposals. Use the
information in your
tables as well as any other thoughts you have to determine your
preferred proposal. Then
answer the following questions.
● Which proposal do you prefer?
We prefer the first proposal.
● Why do you prefer this proposal?

We think that this is the better all around approach to the needs
and challenges that
Carington is facing today. It provides a way for the company to
expand their growth into
the B2C sector while not abandoning the B2B side of the
company. It will also come at
minimal costs to other mass-marketing campaigns, and based on
the ROI, the program
could be expanded in the future.
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● Which proposal carries more risk? Why?
The second proposal carries more risk due to the large upfront
cost of placing a new
location. All business operations can be taken care of out of the
central office in Texas.
While there would be a reduced cost of travel, it is unknown if
there would be enough
business to support the cost of the new building.
● What might occur (inside or outside the firm) that would
make your preferred
proposal fail?
If there are major changes in the way that discount dental plans
are regulated, or if there
is a major change in the way health care is used in the United
States.
PART 3-A
DEVELOP NECESSARY CHANGES TO ORG.
CAPABILITIES AND A PLAN TO IMPLEMENT THEM
Now that you have selected a strategic proposal, you need to
provide an analysis of the changes
to various organizational components that are necessary to
develop the org. capabilities that will

make the strategy a success. This includes recommendations on
both how and when these
organizational components need to be adjusted to meet the
needs of the new strategic proposal as
well as reasonable forecasts of the cost and revenue
implications of each change. Use a 5-year
time-frame for the analysis.
Readings in the book and supplements highlight a number of
broad issues to consider in putting
together your implementation plan. Class material offers
additional specific ideas. We suggest
that you carefully review this material and consider the ideas
suggested.
1. DATA COLLECTION
To accomplish the task laid out for you, the following
information must be generated or
collected. Completing this analysis in the sequence provided
will help to ensure a logical flow
between the pieces.
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Note: This is a long and labor-intensive exercise!!!!
Budget your time accordingly.
1.1 Initial Change Ideas
• In Part 2-B you developed a list of broad changes to the org.
capabilities that would be
needed to support your proposed strategy changes. Build on
these to describe in more
detail specific changes to the current org. capabilities that need
to be made so that the
resultant “new” capabilities (alterations to existing capabilities
and/or truly new org.
capabilities) can be used to successfully implement the new
strategy.
a. Careington needs to switch the focus from their current B2B
focus to a B2C focus
to bring in the individual.

b. They need to create a new “Intro Portal” to their website to
capture new clients
with a more focused online experience.
c. Create and maintain a Member Portal so that members can
check eligibility and
providers in network.
d. Careington needs to build a more complete marketing
department that includes
corporate level executives and staff to monitor and promote the
new programs.
• Conduct appropriate analytical drill-downs to identify
necessary changes in the firms
resources, managerial preferences and organizing processes and
the efforts that will be
needed to ensure that they are appropriately positioned and
combined to achieve each of
the three required new capabilities.
• Identify the departments (functional areas) that would be most
significantly affected by
the recommended changes to each of the three required
capabilities. If a proposed
capability change cuts across multiple functions, make note of
this and be sure to
remember it when you are developing more specific functional
plans in the next section.
• You must broadly identify the impact that the proposed
functional level changes would
have on both the revenues and expenses of the company. That
is, what will it cost to

make each of the various changes that you are proposing? Will
any of the changes
increase or decrease existing operating costs? What, if any,
impact will each of the
changes have on the company’s revenues? Be as detailed as
possible and do necessary
research to make appropriate assumptions and forecasts.
Consider using a chart like the following to lay out all of the
information that you are gathering
and to help you determine where you will need to generate
additional information.
Initial
Ideas on
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Changes
Capabilit
y Being
Addresse
d (pull the
appropriat
e
capabilitie
s from
your
preferred
strategic
proposal)
Is it a New

Capability
or an
adjustmen
t of
Existing
Capabiliti
es?
Explain
Importance
of
this Capabi
lity in
Achieving
Strategic Fit
(Some of the
justification
may be
found
in Part-2 B
of the SBI
Process)
Changes in
Resources,
Manageme
nt
Preferences
and/or
Organizatio
nal
Processes to
achieve this
Capability

Function
al Areas
Effected
Cost of
Implement
ing Change
Impact (if
any) on
ongoing
operating
costs or
revenues
Operatio
nal
Capabilit
y
Expandin
g the
Marketing
Departme
nt to add
corporate
focused
employee
s.
This is
New
Capability
Of high
importance

to the new
strategy.
1.They will
have to
change
resources
because they
will have to
add
additional
employees
to the
marketing
group.
2.The
marketing
department
will be
effected if
the
Management
is against
hiring more
personnel.
3. Find a
1.Marketi
ng
Departme
nt
2. HR
1. $70,000
per year for
a marketing

manager
2.$61,700
for a Web
designer
3. $55,000
for a PR/
social
media
4. $48,800
Graphics
designer
This change
will bring in
more
revenues by
drawing
attention to
the
Careington
brand name.
Operational
cost was
addressed in
the hiring of
new
employees.
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organization
al fit for the
new
Employee.
Customer
Capability
Adding a
new focus
from B2B
to B2C.
This is of
high
importance
to the new
strategy.

1.Manageme
nt
Preference:
Management
will have to
be more
flexible and
switch in
focus.
2.
Organization
al Processes:
New
Marketing
Strategies
will have to
be brought
on board to
focus on the
customer
instead
of businesse
s
1.
Marketin
g
Departme
nt
2. Sales
Departme
nt
3. IT
departme
nt

1. Salaries
of the new
employees
2.
additional
time spent
by sales and
IT
1. Revenues
will increase
because of
hitting a new
market
center.
2. Costs will
increase
because of
the
additional
employees
added to the
marketing
department
Wiki
Template
Part-‐2:
Gaps,
Issues
and
New

Strategy
BUSI
4940
–
Business
Policy
15
Innovatio
n
Capabilit
y
Create a
new Intro
portal for
potential
new B2C
customers
New
Capability
The
importance
of this
strategic step
is of medium

importance.
1. Web
design in
creating the
new portal,
Marketing
will assist in
making
customers
aware of the
new website.
2.
Management
will have to
be on board
with the new
source of
focus
3. Sales will
have to
focus on
bringing in a
new set of
customers,
Marketing
will assist
Sales by
developing
the tools
needed to
reach
customers.
1. Sales
2.

Marketin
g
3. IT
Cost of
Mass
Marketing.
Fill in
later.
Large up
front cost for
implementati
on, minimal
upkeep
costs.
Revenue
potential is
high.
Create
and
Maintain
a Member
Portal for
provider
look ups
and
coverage
questions.
New
capability
Medium
Importance,

Mostly for
ease of
customer
1. Web
design in
creating the
new portal,
Marketing
will assist in
making
customers
aware of the
new website.
2. Marketing
1. IT
2.
Marketin
g
1. Time
spent by IT
and
Marketing
Minimal cost
to keep the
customer
happy.
Wiki
Template
Part-‐2:

Gaps,
Issues
and
New
Strategy
BUSI
4940
–
Business
Policy
16
will have to
make
customers
aware of the
new tool.
.

References
A.M. Best Company. (2003). Best's Insurance Reports. Oldwick,
N.J: A.M. Best Co.
United States. (2006). Proceedings of 87th National Convention
of the American Legion,
August 23-25, 2005, 109-2 House Document 109-87.

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